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A Falling of the Veils: Turning Points and Momentous Turning Points in Leadership and the Creation of CSR

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A Falling of the Veils: Turning Points and Momentous Turning Points in Leadership and the Creation of CSR J Bus Ethics DOI 10.1007/s10551-017-3659-3 ORIGINAL PAPER A Falling of the Veils: Turning Points and Momentous Turning Points in Leadership and the Creation of CSR 1 1 Christine A. Hemingway • Ken Starkey Received: 1 June 2016 / Accepted: 24 July 2017 Ó The Author(s) 2017. This article is an open access publication Abstract This article uses the life stories approach to (Narvaez, in: Narvaez, Lapsley (eds) Personality, identity leadership and leadership development. Using exploratory, and character: explorations in moral psychology, Cam- qualitative data from a Forbes Global 2000 and FTSE 100 bridge University Press, New York, 2009) and social psy- company, we discuss the role of the turning point (TP) as chology (Schwartz, in: Mikulincer, Shaver (eds) Prosocial an important antecedent of leadership in corporate social motives, emotions, and behaviour: the better angels of our responsibility. We argue that TPs are causally efficacious, nature, American Psychological Association, Washington, linking them to the development of life narratives con- 2010), we present a theoretical model that illustrates the cerned with an evolving sense of personal identity. Using psychological process of the (M)TP, thus contributing to both a multi-disciplinary perspective and a multi-level the growing literature on the microfoundations of CSR. focus on CSR leadership, we identify four narrative cases. We propose that they helped to re-define individuals’ sense Keywords CSR Á Ethnography Á Leadership Á Life of self and in some extreme cases completely transformed narrative Á Moral psychology Á Prosocial behaviour Á their self-identity as leaders of CSR. Hence, we also dis- Qualitative research Á Serendipity Á Sustainability Á tinguish the momentous turning point (MTP) that created a Turning points seismic shift in personality, through re-evaluation of the individuals’ personal values. We argue that whilst TPs are Abbreviations developmental experiences that can produce responsible CSR Corporate social responsibility leadership, the MTP changes the individuals’ personal MTP Momentous turning point priorities in life to produce responsible leadership that PVT Personal values theory perhaps did not exist previously. Thus, we appropriate RVS Rokeach values survey Maslow’s (Religions, values and peak experiences, Pen- SE Self-enhancement guin, New York, 1976, p 77) metaphorical phrase ‘A ST Self-transcendent falling of the veils’ from his discussion of peak and des- TET Triune ethics theory olation experiences that produce personal growth. Using a TP Turning point multi-disciplinary literature from social theory (Archer in The reflexive imperative in late modernity, Cambridge University Press, Cambridge, 2012) moral psychology Introduction Our article is concerned with how leaders create corporate & Christine A. Hemingway social responsibility and their essential role in the devel- [email protected] opment of an ethical corporate climate. The article is based Ken Starkey on ‘unexpected perspectives’ that emerged from some [email protected] ‘extreme cases’ (Eisenhardt et al. 2016, p. 1115 and 1 Nottingham University Business School, University of p. 1118). These cases derived from an exploratory, ethno- Nottingham, Nottingham NG8 1BB, UK graphic research investigation into how personal values are 123 C. A. Hemingway, K. Starkey practised (Gehman et al. 2013; Hemingway 2005) within a calls for research into the psychological pathways of Forbes Global 2000 and FTSE 100 company. We are responsible leadership (Doh and Quigley 2014); the ante- particularly focused on how individuals with dominantly cedents of responsible leadership (Stahl and de Luque held self-transcendent, or ‘other-orientated’ personal val- 2014; Voegtlin et al. 2012; Witt and Stahl 2016) and ues (as opposed to dominantly held self-enhancement responsible leader ‘mindsets’ (Pless 2007; Pless and Maak values) might overcome organisational constraints (Hem- 2011). We also recommend further work in this promising ingway 2013). Self-transcendent personal values are con- area, derived through the life story narrative, which we cerned with the welfare and interests of others posit will develop our understanding of the underlying (benevolence and universalist values), whilst self-en- mechanisms and microfoundations of CSR (Aguinis and hancement personal values are focused upon self-interests Glavas 2012; Christensen et al. 2014). Further, our article and dominance over others (Schwartz 2010, p. 226). We makes a contribution to a growing body of research into the analyse in particular the role of turning points (TP) in motivational drivers for authentic and responsible leader- responsible leadership development, positing the TP acted ship identity (e.g., Shamir and Eilam 2005; Pless 2007). as a mechanism in the development of leadership in cor- porate social responsibility (CSR). Furthermore, whilst TPs The Motivating Roles of Personal Values have been researched in developmental psychology (e.g., and Reflexivity in Prosocial Behaviour Gotlib and Wheaton 1997; McAdams et al. 2001; Pillemer and Responsible Leadership 2001) and to a limited extent in the leadership literature (e.g., Albert and Vadla 2009; Bennis and Thomas 2002; We understand CSR as: ‘context-specific organisational Janson 2008; Ligon et al. 2008; Shamir and Eilam 2005), actions and policies that take into account stakeholders’ we further contribute to our understanding of this phe- expectations and the triple bottom line of economic, social nomenon by distinguishing the momentous turning point and environmental performance’ (Aguinis 2011, p. 855). (MTP) in CSR leadership. Thus, we broadly define CSR as the interface between The TP is a psychological construct that was defined by business and society, where CSR is a facet of the field of Gotlib and Wheaton (1997, p. 1) as ‘a disruption in a tra- business ethics and rather more substantial than the limited jectory, a deflection in the path’ and by Pillemer (2001, perspective that CSR is simply corporate image manage- p. 127) as ‘a career altering revelation’. Our research ment (Banerjee 2008; Hemingway 2013, p. 15), i.e., just defines the MTP as a more extreme form of TP, one that talking about it, but not really doing anything differently. produces much greater levels of arousal in the individual. Our understanding is that CSR is concerned with who and Whilst our research suggests that the TP per se can produce what affects—and is affected by—business (Wood 1991) leadership in CSR, by reminding individuals of their social and thus incorporates notions of stakeholder management, responsibility, we suggest that in the case of MTP, the corporate citizenship (Crane et al. 2008), sustainability magnitude of arousal generated by particular events gen- (however defined) and corporate social responsiveness erates a more profound re-evaluation of priorities that (Carroll 1979; Carroll and Buchholtz 2014; Crane et al. produces a seismic shift that impacts on personal identity. 2007; Wood 1991). Consequently, CSR has been described We argue that TPs produce leadership in CSR, but that the elsewhere as ‘essentially contested’ in theory, empirically MTP is more personally transformative for the individual, and in practice (Gond and Moon 2011). Our perspective causing a more profound re-evaluation of personal priori- supports the idea of the interconnectedness between busi- ties, or values. In particular cases of leadership in CSR, ness ethics, stakeholder theory and CSR (see Crane and MTPs were of an order of magnitude that were neither Matten 2015; Donaldson and Preston 1995). mundane nor part of a ‘slow-burn’ realisation over time, A variety of conceptions of leadership are relevant to unlike leadership formative experiences (Janson 2008)or our discussion. These include notions of ethical leadership the events described as crucibles of leadership (Bennis and (Brown et al. 2005; Schaubroeck et al. 2012; Trevin˜o et al. Thomas 2002). 2003); follower-centric approaches (Shamir and Eilam Using realist social theory (Archer 2003, 2012), social 2005); responsible leadership (Doh and Quigley 2014; psychology (Schwartz 2010), moral psychology (Narvaez Maak and Pless 2006; Miska and Mendenhall 2015; Pless 2009) plus the exploratory data from our study, we present 2007; Pless and Maak 2011; Pless et al. 2012; Voegtlin a theoretical model of this psychological process. Our et al. 2012; Waldman and Galvin 2008; Witt and Stahl model posits how these TPs affected the individuals con- 2016); servant leadership (Greenleaf 2002); distributed cerned by re-orientating their personal values to produce leadership (Bolden 2011); authentic leadership (Endrissat socially responsible leadership behaviours and, where the et al. 2007; Luthans and Avolio 2003; Michie and Gooty TP was momentous, a completely revised modus vivendi 2005) and transformational leadership (Burns 1978; Ciulla (Archer 2000, 2003). Our article therefore addresses the 2004, p. 316). The overlaps and distinctions between these 123 A Falling of the Veils: Turning Points and Momentous Turning Points in Leadership and the… notions of leadership have been identified previously (e.g., This perspective of reflexivity as causally efficacious and Miska and Mendenhall 2015). However, one commonality underpinning personal life projects is central to our argu- in notions of leadership is that they encompass a perspec- ment. Archer (2012) identified three modes of reflexivity: tive on ‘the other’, whether this is in terms of employee Communicative,
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